mindsets our company · 2018-08-04 · mindsets sustaining the blueprint strategy (continued) •...

OUR COMPANY

September 2017| Dar es Salaam

Mindsets

Anglophone Master Training of Trainers and Coaches

Henry Mosely, Moderator

Learning ObjectivesBy the end of this session, the participants will be able to:

1. Describe the different definitions of mindsets

2. Explain how mindsets influence the choices we make and the actions we

take

3. Describe the mindsets and limitations of top down leadership

4. Analyze the constraints top down leaders may face when not taking into

account the mindsets of individuals or organizations

5. Describe the learning process approach to leadership for social change

6. Develop a learning organization with diverse stakeholders to solve a

reproductive health problem, describe the values that must be cultivated

and the mindsets that must be challenged to be successful in reaching its

goals

2

Mindsets by Other Names• Mental Models

• Perceptions

• World View

• Assumptions

• Paradigm

• Conceptual Framework

• Beliefs

• Prejudice

How we think determines what we see and how we act.

It’s not “Seeing is believing”, but “Believing is seeing”!

3

Leadership Requires Learning

• Leadership involves a continual commitment to personal growth through:

• Clarifying what is most important - defining your purpose and values

• Learning what is true - seeing reality objectively

4

Do we actually see reality or just our mindsets?

“ ‘Mental models’ (mindsets) are deeply

ingrained assumptions, generalizations, or

even pictures or images that influence how

we understand the world and how we take

action.”

Peter Senge, The Fifth Discipline, p.8.

5

Mindsets

1. Mindsets are the lenses through which we

observe reality.

Our perception of reality is totally

dependent upon the amount of distortion

in these lenses. But do we accept that we

all have these lenses?

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Question – What do you “see” when you look at an urban squatter settlement?

-Are your lenses those of a -

Physician?

Entrepreneur?

Social worker?

Urban planner?

Politician?

Revolutionary?

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Mindsets

2. Mindsets are the structures that we impose on reality.

We produce in our minds concepts of reality (paradigms), and these predetermine what we will actually be able to see when we observe reality.

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Question – How many have ever seen the sun rise in the morning and set in the evening?

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Question – Does the sun actually “rise” in the east and “set” in the west?

• What is the physical reality of the

universe?

• Have people ever had conflicts

because of questioning whether the

earth was the center of the universe?

• Does our mindset have any effect on

the physical reality of the universe?

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The Power of Mindsets

1. In human relations and social institutions, our mindsets are our reality

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A Cultural Mindset

“Women are intrinsically inferior to men.”

What are the “right” and “wrong” choices and actions that are predetermined in societies that accept this as a reality?

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2. Misconceptions about reality are self-fulfilling prophecies

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Paralyzing Mindsets

In a Health Center -

• Physician – I have no equipment and supplies so there

is nothing I can do to take care of the people.

• Nurse – My salary is so low that I should not be

expected to be at work on time every day.

• Midwife – I am all alone so there is no way that I can

provide all the maternity care that I am expected to

do.

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Paralyzing Mindsets

In a Ministry of Health –

Our budget is so low that it is hopeless to

expect that we can have any real impact on

the health of the country

The only way we can improve the health of

our nation is to train more doctors and nurses

and build more hospitals

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Paralyzing Mindsets

In the Donor Community -

The government does not have the capability of designing and implementing its own health programs without outside technical experts

It is impossible to expect any improvement in the quality of care in the hospitals and clinics without providing more money

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3. Mindsets provide the basis for the

choices we make and the actions we

take

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What health interventions might follow from this conclusion?

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Mindsets in Policy - What is the conclusion of the donors?

Mindsets in Policy – What is an alternative conclusion?

Malnutrition “falls”

independent of

“rises” in incomeamong the lowest

income countries

What alternative health interventions might follow from this conclusion?

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Clarifying Mindsets

• Mindsets must be constantly tested against reality

• Clarifying mindsets requires both deep reflection and constant inquiry

• Working together with a team of diverse stakeholders holding different mindsets is one way of testing the validity of one’s own mindsets

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OUR COMPANY


Top Down Leadership Mindsets and Limitations



Learning Objectives

By the end of this session the participants will be able to:

1. Describe an example of a top down or “blue print”

development project

2. Explain some of mindsets that sustain the design and

implementation of top down projects

3. Give some of the major reasons why top down projects

often fail to be sustainable

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Top Down Leadership

The “Blueprint” StrategyInterest

groups

Policymakers,

planners

Project

Blueprints

“Leaders” with priorities and funding direct organizations to design an implementation plan (blueprint).

2

Top Down Leadership

The “Blueprint” StrategyInterest

groups

Policymakers,

planners

Managers

providers

Communities,

households

Reproductive

health

Project

Blueprints

Managers/providers deliver services/commodities to clients to improve health outcomes,

3

Top Down Leadership

The “Blueprint” Strategy

Researchers/evaluators gather and analyze data and provide it to planners and funders.

Interest

groups

Policymakers,

planners

Managers,

providers

Communities,

households

MIS

Evaluations

Research,

pilot projects

Project

Blueprints

Reproductive

health

4

Mindsets Sustaining the Blueprint Strategy

• Highly placed professionals have sufficient

knowledge to prescribe interventions that will work

in any social context

• Knowledge from “evidence-based” intervention

research done in specific contexts have universal

applicability

• Time-limited, pre-designed, inflexible projects are

the best means of introducing innovative health

interventions in any setting

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Mindsets Sustaining the Blueprint Strategy (continued)

• The institutions, personnel and services of National

Ministries of Health constitute the “reproductive

health system” of a country

• Short-term material investments and focused

technical assistance will produce sustainable

improvements in a country’s health

• Using outside “experts” to gather, analyze, interpret

and publish data is an effective means of gaining

an understanding of the realities in the field

6

The “Blueprint” Strategy

A Fundamental FlawInterest

groups

Policymakers,

planners

Managers,

providers

Communities,

households

MIS

Evaluations

Research,

pilot projects

LearningAction

Project

Blueprints

Disconnects

learning from

action

Reproductive

health

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Social Consequences of Top Down Projects

• Top down project implementation is contingent on external forces - financial and managerial

• No engagement of the clients, local organizations or front line workers at the operational level in the design or management of the implementation strategy

• No (or limited) learning and capacity building by the front-line workers

• Therefore, no personal commitment or fundamental changes in behaviors and practices by any at the operational level

• So no, or limited, sustainability after projects are complete

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OUR COMPANY


Learning OrganizationsThe key to challenging mindsets



Learning Objectives

By the end of this presentation, the participants will be able to:

1. Identify the essential features of team learning that can

challenge and expand mindsets

2. Contrast the learning organization strategy with a top

down leadership strategy

3. Demonstrate how the mindset of the family planning system

can determine priorities and the choices of actions

4. Describe the essential elements of a learning organization

1

What is a Learning Organization?

Fundamentally, these are TEAMS -

where people can continually expand their capacity to create the results they truly desire

where new and expansive patterns of thinking are nurtured

where collective aspiration is set free, and

where people are continually learning how to learn together

Source: Senge, p. 5

Fundamentally, minds are opened, mindsets are challenged and knowledge grows.

2

REVIEW - Top Down Leadership

3

Interest

groups

Policymakers,

planners

Managers,

providers

Communities,

households

MIS

Evaluations

Research,

pilot projects

LearningAction

Project

Blueprints

Disconnects

learning from

action

Reproductive

health

Leadership the New Way -

“Learning Organization” Strategy

Adapted from Korten, 1980

Policymakers,planners

Managers,providers

Communities, households

TasksCompetencies

Interestgroups

Learning

ReproductiveHealth

31

2

Linking Action to Learning

The same stakeholders are involved, but they are linked together, continuously learning and taking action.

The interest groups are supporting the system, but not driving it.

4

Learning Organization Strategy

Adapted from Korten, 1980

There are 3 areas where learning and action are continually taking place by the key stakeholders. The goal of learning teams is to achieve a better “fit” in each area.

Policymakers,planners

Managers,providers

Communities, households

TasksCompetencies

Interestgroups

Learning

ReproductiveHealth

3 1

2

5

How do mindsets affect a team’s choices of priorities for action and implementation strategies?

Does the team –

1. Have a clear vision of the future they want to create?

2. Apply the skills of systems thinking to revise their understanding of the family planning system?

3. Search for the key constraint?

4. Redesign the system and reallocate resources before adding more resources?

6

Where is the weakest link?

7

Why are we interested in the weakest link?

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Another Example - Pipe of different diameters

What is the capacity of the pipe?

Five inches

Three inches

Four inches

Two inches

Six inches

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Another Example - Pipe of different diameters

The capacity is two inches – this is the KEY CONSTRAINT

If the Key Constraint is not corrected, the capacity of the pipe cannot be increased

Five inches

Three inches

Four inches

Two inches

Six inches

11

Pipe example and the health system

Policy Planning Implementation Evaluation Output

If implementation failing –• What happens to the output of the system?• Would investing in policy help?• How does this effect the efficiency of the system measured as output/input?

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The Three Constraints Model of a Family Planning System

Demand Access Services Satisfied users(VISION)

Note: This model parallels the “Three Delays” model for maternity care.

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Example - Constraints in Achieving Satisfied Users

If key constraint is demand, would investing more in services help?Where should the priority for action be?

Demand Access Services Satisfied users

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Example of Strategic Choices and Consequences

Let the numbers represent the inputs and outputs of the family planning system.What is the total input of the system?What is the output of the system?Efficiency = output/input = ?

10 20 30 Satisfied users

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Let the numbers represent the inputs and outputs of the family planning system.What is the total input of the system? - 60What is the output of the system? - 10Efficiency = output/input = ? – 1/6


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Let us DOUBLE the investment in the FP system.What is the total input of the system?What is the output of the system?Does the efficiency change?


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Let us REDESIGN the system and REALLOCATE resources.What is the total input of the system?What is the output of the system?What happens to efficiency of the system?What does it cost us????


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Don’t forget a critical feature of the family planning system

Demand Access Services

Feedback from satisfied (dissatisfied) users

Satisfied users

Why is this important?What does this say about stakeholders on the team?

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What are the Core Capabilities of Learning Teams?

There are five vital “disciplines” that together build

organizations that can truly learn to reach their visions and

goals –

1. Shared Vision

2. Mental Models (Mindsets)

3. Systems Thinking

4. Team Learning

5. Personal MasteryReference: Senge

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Shared Vision

The practice of shared vision involves the skills of

unearthing shared “pictures of the future” that foster

genuine commitment and enrollment rather than

compliance

With a shared vision, people excel and learn, not because

they have to, but because they want to.

21

Mental Models (Mindsets)

Mental models (mindsets) are deeply ingrained

assumptions, generalizations or even pictures of images

that influence how we understand the world and how we

take action

We need to turn inward, critically look at our own internal

pictures of the world, bring them to the surface and open

them to rigorous scrutiny by others.

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Systems Thinking

Systems thinking is … a body of knowledge and tools that has been developed ... to make full patterns clearer and help us see how to change them effectively

The essence of systems is connections and feedback

Management failures to recognize how people and processes are connected in organizations, and how feedback can disrupt plans and directives reflects a lack of systems thinking.

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Team Learning

The discipline of team learning starts with “dialogue,” the

capacity of members of a team to suspend assumptions

and enter into genuine “thinking together”

Team learning is vital because teams, not individuals are

the fundamental learning unit in modern organizations.

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Personal Mastery

The discipline of personal mastery starts with clarifying the

things that really matter to us and living our lives in service

of our highest aspirations

Question: “What are you living for? What are you willing

to die for?”

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Each Core Learning Capability Is Integral to a Sustaining a Learning Organization

CORE LEARNING CAPABILITIES FOR TEAMS

FOSTERING ASPIRATION• Personal Mastery• Shared Vision

REFLECTIVE CONVERSATION• Mental Models (Mindsets)• Dialogue (Team Learning)

UNDERSTANDINGCOMPLEXITY• Systems Thinking

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The Leader is a Catalyst for Change

Learning Organizations are the Instruments

of Change27

mindsets our company · 2018-08-04 · mindsets sustaining the blueprint strategy (continued) •...

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